How fairness perceptions make innovative behavior more or less stressful

By Onne Janssen. 2004

583 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c6f29a47cc16f3919fe1790fd30ae47ed50c0562

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Comparing Public and Private Sector Employees’ Innovative Behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors (2015, result): “The measure of employees’ perceived innovative behaviour has been shown to correlate with both leader rating of the employee innovative behaviour and objective measures of invention disclosures (Janssen 2004).”
Is innovative behavior really good for the firm?: Innovative work behavior, conflict with coworkers and turnover intention: moderating roles of perceived distributive fairness (2011, background): “According to equity theory, employees will compare what they have invested in the organization with the rewards they have received from the organization (Adams, 1965; Greenberg, 1990; Janssen, 2004).”
INTERACTIVE EFFECTS OF GROWTH NEED STRENGTH, WORK CONTEXT, AND JOB COMPLEXITY ON SELF-REPORTED CREATIVE PERFORMANCE (2009, background): “However, it has been proposed that managers and supervisors may be more likely to observe behaviors designed to impress and thus, are more able to accurately rate objective performance than creativity (Janssen, 2000, 2004; Organ & Konovsky, 1989).”
Impact of psychological capital on innovative performance and job stress (2015, methodology): “At times, individuals may be required to spend substantial cognitive efforts in generating, promoting, and realizing innovative behaviors (Janssen, 2004).”
Workplace duties or opportunities? Challenge stressors, regulatory focus, and creativity (2013, result): “We did not find a main effect for work demands, which is to some extent consistent with prior literature (Janssen, 2004).”
A Conservation of Resources Perspective on Negative Affect and Innovative Work Behaviour: the Role of Affect Activation and Mindfulness (2016, unknown): “However, theory and research on innovation also underline the fact that innovative behaviour, due to its highly risky and uncertain nature, represents a cognitively taxing activity (Janssen 2004; Janssen et al. 2004).”
Linking justice, trust and innovative work behaviour to work engagement (2014, background): “Those that pertain to leadership, individual problem-solving style, and work group relations (Scott and Bruce, 1994), distributive and procedural justice ( Janssen, 2004), supervisor supportiveness ( Janssen, 2003), and self-leadership, income and job tenure skills (Carmeli et al.”
Goal Orientation and Innovative Performance: The Mediating Roles of Knowledge Sharing and Perceived Autonomy (2012, background): “In a highly competitive environment, innovation is pivotal because it can boost competitiveness at the individual, group, and organization levels (Janssen, 2004).”
Self‐leadership skills and innovative behavior at work (2006, background): “Recent studies report the importance of organizational fairness and justice (see Janssen, 2004”
Innovating under stress: The role of commitment and leader-member exchange (2017, background): “This phenomenon is particularly problematic if considered in relation to innovation, as the latter requires a conspicuous investment of individual resources, such as time, energy and attentional focus (Janssen, 2004; Kiazad, Seibert, & Kraimer, 2014; Mumford, Scott, Gaddis, & Strange, 2002).”